Sie sind auf Seite 1von 9

Infosys's Relationship Scorecard:

Measuring Transformational Partnership

Group 2
• Diksha Singh                                            190101043  
• Kritish P R                                                 190101056
• Medha Bhattacharjee                            190101061
• Niharika Bansal                                       190101070
• Sai Srivastav Thanneru                          190101098
• Saurabh Warde                                       190101105
• Anantaraman L.M.                                 190103023
5 C Analysis
Company Customers Competition Collaborators Context

• Founded in Pune in
1981 by 7 engineers ​ • Companies In US • Established IT firms • Horizontal collabration wi • Challenges:
and Europe Requiring like IBM & Accenture that th companies like Oracle​ Staying relevant
• Reason for existence: IT solutions on moved "down" into IT and offering superior
To provide various contract basis​ and BPO • The stakeholders value to the clients in
business solution on and partners variety of Business
contract basis at client's • Clients • Other Indian IT Firms that working together​ solution and enhancing
facility ​ requiring designing, moved "up" into complex talent​
managing and delivering and management • Companies like
• Current services: complete software oriented activities Sygenta which widened • Social: Culture was
51 designated projects​ Infosys's problem deeply embedded in
business solutions solving capabilities​ customer relationship. ​
providing IT solution, • Firms requiring
consultancy, management variety of business • Hardware providers • Economic:
solutions etc.​ solution- and enablers Taxes, increasing
Agrochemical firms, wages and inflation
• Revenues telco clients, services affected the pricing​
increased from $121M in firms, industrial
1999 to $3090M in 2007​ clients Eg. Syngenta, • Technological:
PhonaVox,​ Staying relevant with
• Net the constantly
Profit Margin: 27.5%(2007)​ emerging technologies​
• Employees: 72,241(2007)​ • Legal:  Keping
in mind intellectual
• No. Of Clients: property rights and the
increased from 99 in 2002 constant challenge of
to 305 in 2007​ ensuring no4 IPR is
infringed on​
SWOT Analysis
Opportunity Threat
• Revenue opportunity in transformational services • Competition from companies like IBM & Accenture
• Business opportunities from emerging markets • Unavailability of good talent
• Growing industry toward short term and multi source

Strength Weakness
• High Repeat business • High attrition rate among employees
• Pioneer in global delivery model • Few clients trust Infosys with large, complex project in
• High spends on trainings starting
• High corporate governance standards • Employees are technically oriented not business
• Successful track record of delivering projects oriented
Role of RSC in Client Relationship

Client relationships are of utmost importance to Infosys’s future strategy

Creating transformational relations with clients

It captures the commitment between customer and the vendor company: relationship value,
relationship strength, future value and growth.

It provided a mechanism to gauge the relationship’s success as well as the sustainability of that success in
the future
What does an RSC offer that is not already
contained in the client’s SLAs?
1 Performance is measured only with financial metrics Performance is measured by Relationship value,
Relationship strength and Future value and growth
2 Does not include client feedback Includes client feedback
4 Reviewed almost every week Reviewed quarterly or semi-anually
5 Multiple SLAs per client account Only one RSC per client account
6 Did not give any recommendation for future It analysed past performance and gave guidelines to the
7 Only the project information was required Required more information, time and trust from the
client’s business
8 Metrics include quality, cost and time The metrics include quality, productivity, scheduling, cost,
Clients increased product revenue and market share customer satisfaction, engagement, program
were also considered management, technology expertise and domain
Opportunities in building RSC
Focus on understanding
Possible additional
the client business
More direct connection revenue by extending
needs by developing a
with the boards of the this RSC to evaluate
business oriented
clients different suppliers for
perspective of client’s

It provides an holistic
Issues between Infosys The metrics were
solution thus clients
and client can be objective and tailor-
looking for the same
identified and resolved made for client’s needs
welcome RSC
Challenges Involved
Expensive for both parties

Reluctancy in investment from Client side

Both client and EM team preferred traditional shift for change

It meant a cultural change from mentoring process to open and comprehensive process

Lack of proper metric in IT units at some client’s end and lack of support from client’s middle

Lack of Innovation restricting the companies to bank upon the idea

Recommendations for RSC

Follow similar building process as BSC

Make it more business oriented rather than technology oriented

Introduce RSC at all management level to increase engagement with


the clients that approached Infosys for transformative services should

be given the benefits of the RSC from the day the request is made.

Standardize metric formulation process

Creation of cross-functional RSC teams